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  • Oracle Products Reflect Key Trends Shaping Enterprise 2.0

    - by kellsey.ruppel(at)oracle.com
    Following up on his predictions for 2011, we asked Enterprise 2.0 veteran Andy MacMillan to map out the ways Oracle solutions are at the forefront of industry trends--and how Oracle customers can benefit in the coming year. 1. Increase organizational awareness | Oracle WebCenter Suite Oracle WebCenter Suite provides a unique set of capabilities to drive organizational awareness. In particular, the expansive activity graph connects users directly to key enterprise applications, activities, and interests. In this way, applicable and critical business information is automatically and immediately visible--in the context of key tasks--via real-time dashboards and comprehensive reporting. Oracle WebCenter Suite also integrates key E2.0 services, such as blogs, wikis, and RSS feeds, into critical business processes, including back-office systems of records such as ERP and CRM systems. 2. Drive online customer engagement | Oracle Real-Time Decisions With more and more business being conducted on the Web, driving increased online customer engagement becomes a critical key to success. This effort is usually spearheaded by an increasingly important executive role, the Head of Online, who usually reports directly to the CMO. To help manage the Web experience online, Oracle solutions are driving a new kind of intelligent social commerce by combining Oracle Universal Content Management, Oracle WebCenter Services, and Oracle Real-Time Decisions with leading e-commerce and product recommendations. Oracle Real-Time Decisions provides multichannel recommendations for content, products, and services--including seamless integration across Web, mobile, and social channels. The result: happier customers, increased customer acquisition and retention, and improved critical success metrics such as shopping cart abandonment. 3. Easily build composite applications | Oracle Application Development Framework Thanks to the shared user experience strategy across Oracle Fusion Middleware, Oracle Fusion Applications and many other Oracle Applications, customers can easily create real, customer-specific composite applications using Oracle WebCenter Suite and Oracle Application Development Framework. Oracle Application Development Framework components provide modular user interface components that can build rich, social composite applications. In addition, a broad set of components spanning BPM, SOA, ECM, and beyond can be quickly and easily incorporated into composite applications. 4. Integrate records management into a global content platform | Oracle Enterprise Content Management 11g Oracle Enterprise Content Management 11g provides leading records management capabilities as part of a unified ECM platform for managing records, documents, Web content, digital assets, enterprise imaging, and application imaging. This unique strategy provides comprehensive records management in a consistent, cost-effective way, and enables organizations to consolidate ECM repositories and connect ECM to critical business applications. 5. Achieve ECM at extreme scale | Oracle WebLogic Server and Oracle Exadata To support the high-performance demands of a unified and rationalized content platform, Oracle has pioneered highly scalable and high-performing ECM infrastructures. Two innovations in particular helped make this happen. The core ECM platform itself moved to an Enterprise Java architecture, so organizations can now use Oracle WebLogic Server for enhanced scalability and manageability. Oracle Enterprise Content Management 11g can leverage Oracle Exadata for extreme performance and scale. Likewise, Oracle Exalogic--Oracle's foundation for cloud computing--enables extreme performance for processor-intensive capabilities such as content conversion or dynamic Web page delivery. Learn more about Oracle's Enterprise 2.0 solutions.

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  • Top 5 Reasons to Invest in Enterprise 2.0 Technologies

    - by kellsey.ruppel(at)oracle.com
    In 2010, Oracle's portal, content management, and collaboration solutions evolved rapidly, supported by increasingly deep integrations across Oracle Fusion Middleware and the entire Oracle stack. In light of these developments, we asked Vince Casarez, vice president of Enterprise 2.0 product management, for his top five reasons to invest in Enterprise 2.0 (E2.0) technologies--including real-world examples of businesses already realizing the benefits of next-generation E2.0 technologies. 1. Provide a modern user experience As E2.0 technologies gain widespread adoption, customers and employees expect intuitive Web experiences that are both interactive and community-based. By partnering with Oracle, Alcatel-Lucent Enterprise Group is already making that happen. With 76,000 employees and operations in more than 100 countries, the company wanted a streamlined, personalized user experience with more relevant content in fewer clicks. Working with Oracle, they created a global support portal that supports personalization and integration with Oracle Business Intelligence Enterprise Edition and Oracle E-Business Suite--and drives collaboration with tools such as wikis, blogs, and forums. Learn more about Alcatel-Lucent Enterprise Group's Global Support Portal in this Webcast. 2. Improve productivity and collaboration As E2.0 technologies mature, Oracle anticipates companies moving beyond the idea of simply creating yet another Facebook-like destination for its employees, and instead shaping work environments around specific business tasks. After rapid growth--both organic and through acquisition--construction and infrastructure services leader Balfour Beatty found itself with multiple homegrown intranet sites with very minimal content-sharing capabilities. Today, thanks to Oracle WebCenter Suite, Oracle WebCenter Spaces, Oracle WebCenter Services, and Oracle Universal Content Management, Balfour Beatty is benefiting from collaborative workspaces, a central place to use and work with documents, and unified search across content. 3. Leverage business processes and applications Modern portals are now able to integrate users, content, and business processes in unprecedented ways. To take advantage of these new possibilities, leading dairy provider Land O'Lakes has implemented a fully integrated ERP solution together with Oracle's ECM platform. As a result, Land O'Lakes has been able to achieve better information management and compliance, increased adoption rates for enterprise tools, and increased business process efficiency thanks to more effective information sharing and collaboration. 4. Enhance customer and supplier relationships Companies have begun to move beyond the idea that E2.0 simply means enabling customer reviews or embedding chat functionality. They are taking E2.0 to the next level and providing interactive experiences for their customers. For example, to enhance customer and supplier relationships, Wind River, a global leader in device software optimization, successfully partnered with Oracle to: Integrate ERP and ECM content to provide customers the latest and most relevant support information for products they own Enable customers to personalize their support experience and receive updates regarding patches, application notes, and other relevant content Enable discussions, wikis, and blogs for more efficient collaboration 5. Increase business visibility and responsiveness By strategically embedding collaboration and communication tools into specific business contexts, companies significantly increase visibility into changing business conditions--and can respond much more agilely. Texas A&M University System--one of the largest systems of higher education in the U.S.--partnered with Oracle to create a unified repository that would enable the retrieval of research and grant data from disparate systems via an Enterprise 2.0 user interface. By enabling researchers to customize their own portals with easy-to-use tools, they have also been able to significantly reduce their reliance on the IT department. Learn how other Oracle customers are leveraging Enterprise 2.0 technologies.

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  • Week 16: Integrate This - Introducing Oracle Enterprise Manager 11g

    - by sandra.haan
    Spring in New York City is a wonderful time of year, but if you're out walking around in Central Park it means you missed the most exciting thing happening in the city today -Oracle's announcement of the launch of Enterprise Manager 11g at the Guggenheim. You can catch-up on what you missed here and listen in as Judson talks about the partner opportunity with Enterprise Manager 11g: Learn how Oracle Enterprise Manager 11g can help you drive agility and efficiency through its unique, integrated IT management capabilities and check out the Enterprise Manager Knowledge Zone to get engaged with OPN. Learn more and get the full scoop from today's press release. Until the next time, The OPN Communications Team

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  • Oracle Enterprise Manager 11g

    - by Lajos Sárecz
    Közeleg április, és áprilissal együtt közeleg az Enterprise Manager 11g megjelenése is! Már múlt hét pénteken publikálásra került az Oracle Enterprise Manager blogon, hogy egész pontosan április 22-én jelenik meg az új verzió. A bejelentés egy live webcast formájában követheto lesz itthonról is. A bejelentésig kedvicsnálónak ajánlom az alábbi videó megtekintését is, illetve az Oracle Enterprise Manager 11g oldalon is folyamatosan új hírek megjelenésre várható.

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  • Enterprise 2.0 - Connecting People, Processes & Content

    - by kellsey.ruppel(at)oracle.com
    With recent technological advances, the Internet is changing. When users head to the web, they are no longer just looking for information from a simple text and picture based website. Users want a more interactive experience - they want to participate, to share their views and get the feedback of others. And this is precisely what Web 2.0 technology addresses. Web 2.0 is about web applications that facilitate interactive information sharing, user-centered design and collaboration on the World Wide Web. Web 2.0 technology is everywhere on the Internet and is radically changing the speed and medium in which we interact and communicate. There are thousands of examples in the consumer world of Web 2.0 applications, technologies and solutions at work. You might be familiar with some of them...blogs, wikis (Wikipedia), Twitter, Facebook, LinkedIn - these are all examples of Web 2.0. And these technologies are transforming our world into a real-time, participation-oriented, user-driven, content-centric world. With all of these Web 2.0 solutions it's about the user, the consumer and all the content they are generating. It's a world full of online communities where people share and participate. We're not talking about disseminating information top-down , nor is it a bottom-up fight. Everyone has an equal opportunity to participate and share. The more you participate, the more you share, the more valued you are in the community. The web is not just a collection of documents online. It is the social web.  For the active users in the community, staying connected becomes critically important so they can participate at anytime and from anywhere. And because feedback and interaction are so critical, time is of the essence. When everyone is providing immediate responses, you feel the urge to do the same. Hence everything needs to be done right now, together...and collaboratively. With all the content being generated online by users, there is complete information overload out there. (That's a good thing for Google). But...it's no longer just about search. Sometimes you want the information to just come to you. Recommendations and discovery engines will deliver you more applicable results than a non-contextual search. How many of you have heard about a news headline on Facebook as part of your feed before you read the paper or see it on TV? This is how the new generation of workers live their daily lives...and as they enter the workforce, these trends and technologies are showing up in the enterprise too. A lot of the Web 2.0 technologies and solutions in the consumer world are geared for just that....consumers. But the core concepts that put them into the Web 2.0 category can be applied to the enterprise as well. And that is what we mean when we talk about Enterprise 2.0. Enterprise 2.0 is the use of Web 2.0 tools and technologies in the workplace.  It provides a modern user experience by connecting the people, content and business processes inside and outside the enterprise. Enterprise 2.0 empowers users to collaborate more effectively, find and share information in the proper content and improves the overall business processes which they participate in. As we head into 2011, is your organization using Enterprise 2.0 capabilities to the fullest? Are you connecting your people, processes and content together to provide a modern user experience?

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  • Lançamento do Oracle Enterprise Manager 11g - (27/Mai/10)

    - by Claudia Costa
    Não perca este evento exclusivo para executivos, responsáveis de TI e Parceiros Oracle, e explore em que medida a versão mais recente do Oracle Enterprise Manager permite que a gestão das TI seja orientada para o negócio. Registe-se hoje! Descubra as novas capacidades do Oracle Enterprise Manager 11g, que incluem: ·         Gestão integrada, desda a aplicação até ao Cloud Computing, visando a maximização do retorno do investimento em TI ·         Gestão de aplicações orientadas para o negócio, que permte ao departamento de TI identificar e corrigir os problemas antes de estes terem impacto no negócio ·         Gestão e suporte intregrados dos sistemas, fornecendo notificações e correcções proactivas, associadas à partilha de conhecimento entre pares, para aumentar a satisfação dos clientes Junte-se a nós e fique a saber como somente o Oracle Enterprise Manager 11g pode ajudar as TI a melhorarem proactivamente o valor empresarial em diversas tecnologias, incluindo sistemas Sun; sistema operativo Oracle Solaris; Oracle Database; Oracle Fusion Middleware; Oracle E Business Suite; soluções Siebel, PeopleSoft e JD Edwards da Oracle; tecnologias de virtualização e ambientes de nuvem privada. Irá decorrer uma sessão exclusiva para parceiros da Oracle onde falará de temas como a especialização e exploração de oportunidades de negócio conjunto nas áreas de Gestão de aplicações e sitemas. Agenda - Sana Lisboa Park Hotel Avenida Fontes Pereira de Melo, 8 Lisboa Quinta-Feira, 27 de Maio de 2010 Horario: 9:00- 15:30h 9:00    Registo e Café 9:30    Introdução 9:40    Keynote: Business-driven IT Mnagement with Oracle Enterprise Manager 11g 10:25  Experiências de Cliente 11:00  Pausa 11:15  Integrated Application-to-disk Mangement 11:45  Business-driven Application Management 12:15  Integrated Cloud Management 12:45  Integrated Systems Management and Support Experience 13:15  Almoço 14:30  Sessão para Parceiros - Especialização e Oportunidades de negócio com Oracle      Enterprise Manager   Registe-se hoje mesmo para reservar o seu lugar neste evento exclusivo.      

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  • Enterprise VS Regular corporate developer

    - by Rick Ratayczak
    Ok, I "almost" lost a job offer because I "didn't have enough experience as an enterprise software engineer". I've been a programmer for over 16 years, and the last 12-14 professionally, at companies big and small. So this made me think of this question: What's the difference between a software engineer and an enterprise software engineer? Is there really a difference between software architecture and enterprise architecture? BTW: I try to do what every other GOOD software programmer does, like architecture, tdd, SDLC, etc.

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  • Enterprise Process Maps: A Process Picture worth a Million Words

    - by raul.goycoolea
    p { margin-bottom: 0.08in; }h1 { margin-top: 0.33in; margin-bottom: 0in; color: rgb(54, 95, 145); page-break-inside: avoid; }h1.western { font-family: "Cambria",serif; font-size: 14pt; }h1.cjk { font-family: "DejaVu Sans"; font-size: 14pt; }h1.ctl { font-size: 14pt; } Getting Started with Business Transformations A well-known proverb states that "A picture is worth a thousand words." In relation to Business Process Management (BPM), a credible analyst might have a few questions. What if the picture was taken from some particular angle, like directly overhead? What if it was taken from only an inch away or a mile away? What if the photographer did not focus the camera correctly? Does the value of the picture depend on who is looking at it? Enterprise Process Maps are analogous in this sense of relative value. Every BPM project (holistic BPM kick-off, enterprise system implementation, Service-oriented Architecture, business process transformation, corporate performance management, etc.) should be begin with a clear understanding of the business environment, from the biggest picture representations down to the lowest level required or desired for the particular project type, scope and objectives. The Enterprise Process Map serves as an entry point for the process architecture and is defined: the single highest level of process mapping for an organization. It is constructed and evaluated during the Strategy Phase of the Business Process Management Lifecycle. (see Figure 1) Fig. 1: Business Process Management Lifecycle Many organizations view such maps as visual abstractions, constructed for the single purpose of process categorization. This, in turn, results in a lesser focus on the inherent intricacies of the Enterprise Process view, which are explored in the course of this paper. With the main focus of a large scale process documentation effort usually underlying an ERP or other system implementation, it is common for the work to be driven by the desire to "get to the details," and to the type of modeling that will derive near-term tangible results. For instance, a project in American Pharmaceutical Company X is driven by the Director of IT. With 120+ systems in place, and a lack of standardized processes across the United States, he and the VP of IT have decided to embark on a long-term ERP implementation. At the forethought of both are questions, such as: How does my application architecture map to the business? What are each application's functionalities, and where do the business processes utilize them? Where can we retire legacy systems? Well-developed BPM methodologies prescribe numerous model types to capture such information and allow for thorough analysis in these areas. Process to application maps, Event Driven Process Chains, etc. provide this level of detail and facilitate the completion of such project-specific questions. These models and such analysis are appropriately carried out at a relatively low level of process detail. (see figure 2) Fig. 2: The Level Concept, Generic Process HierarchySome of the questions remaining are ones of documentation longevity, the continuation of BPM practice in the organization, process governance and ownership, process transparency and clarity in business process objectives and strategy. The Level Concept in Brief Figure 2 shows a generic, four-level process hierarchy depicting the breakdown of a "Process Area" into progressively more detailed process classifications. The number of levels and the names of these levels are flexible, and can be fit to the standards of the organization's chosen terminology or any other chosen reference model that makes logical sense for both short and long term process description. It is at Level 1 (in this case the Process Area level), that the Enterprise Process Map is created. This map and its contained objects become the foundation for a top-down approach to subsequent mapping, object relationship development, and analysis of the organization's processes and its supporting infrastructure. Additionally, this picture serves as a communication device, at an executive level, describing the design of the business in its service to a customer. It seems, then, imperative that the process development effort, and this map, start off on the right foot. Figuring out just what that right foot is, however, is critical and trend-setting in an evolving organization. Key Considerations Enterprise Process Maps are usually not as living and breathing as other process maps. Just as it would be an extremely difficult task to change the foundation of the Sears Tower or a city plan for the entire city of Chicago, the Enterprise Process view of an organization usually remains unchanged once developed (unless, of course, an organization is at a stage where it is capable of true, high-level process innovation). Regardless, the Enterprise Process map is a key first step, and one that must be taken in a precise way. What makes this groundwork solid depends on not only the materials used to construct it (process areas), but also the layout plan and knowledge base of what will be built (the entire process architecture). It seems reasonable that care and consideration are required to create this critical high level map... but what are the important factors? Does the process modeler need to worry about how many process areas there are? About who is looking at it? Should he only use the color pink because it's his boss' favorite color? Interestingly, and perhaps surprisingly, these are all valid considerations that may just require a bit of structure. Below are Three Key Factors to consider when building an Enterprise Process Map: Company Strategic Focus Process Categorization: Customer is Core End-to-end versus Functional Processes Company Strategic Focus As mentioned above, the Enterprise Process Map is created during the Strategy Phase of the Business Process Management Lifecycle. From Oracle Business Process Management methodology for business transformation, it is apparent that business processes exist for the purpose of achieving the strategic objectives of an organization. In a prescribed, top-down approach to process development, it must be ensured that each process fulfills its objectives, and in an aggregated manner, drives fulfillment of the strategic objectives of the company, whether for particular business segments or in a broader sense. This is a crucial point, as the strategic messages of the company must therefore resound in its process maps, in particular one that spans the processes of the complete business: the Enterprise Process Map. One simple example from Company X is shown below (see figure 3). Fig. 3: Company X Enterprise Process Map In reviewing Company X's Enterprise Process Map, one can immediately begin to understand the general strategic mindset of the organization. It shows that Company X is focused on its customers, defining 10 of its process areas belonging to customer-focused categories. Additionally, the organization views these end-customer-oriented process areas as part of customer-fulfilling value chains, while support process areas do not provide as much contiguous value. However, by including both support and strategic process categorizations, it becomes apparent that all processes are considered vital to the success of the customer-oriented focus processes. Below is an example from Company Y (see figure 4). Fig. 4: Company Y Enterprise Process Map Company Y, although also a customer-oriented company, sends a differently focused message with its depiction of the Enterprise Process Map. Along the top of the map is the company's product tree, overarching the process areas, which when executed deliver the products themselves. This indicates one strategic objective of excellence in product quality. Additionally, the view represents a less linear value chain, with strong overlaps of the various process areas. Marketing and quality management are seen as a key support processes, as they span the process lifecycle. Often, companies may incorporate graphics, logos and symbols representing customers and suppliers, and other objects to truly send the strategic message to the business. Other times, Enterprise Process Maps may show high level of responsibility to organizational units, or the application types that support the process areas. It is possible that hundreds of formats and focuses can be applied to an Enterprise Process Map. What is of vital importance, however, is which formats and focuses are chosen to truly represent the direction of the company, and serve as a driver for focusing the business on the strategic objectives set forth in that right. Process Categorization: Customer is Core In the previous two examples, processes were grouped using differing categories and techniques. Company X showed one support and three customer process categorizations using encompassing chevron objects; Customer Y achieved a less distinct categorization using a gradual color scheme. Either way, and in general, modeling of the process areas becomes even more valuable and easily understood within the context of business categorization, be it strategic or otherwise. But how one categorizes their processes is typically more complex than simply choosing object shapes and colors. Previously, it was stated that the ideal is a prescribed top-down approach to developing processes, to make certain linkages all the way back up to corporate strategy. But what about external influences? What forces push and pull corporate strategy? Industry maturity, product lifecycle, market profitability, competition, etc. can all drive the critical success factors of a particular business segment, or the company as a whole, in addition to previous corporate strategy. This may seem to be turning into a discussion of theory, but that is far from the case. In fact, in years of recent study and evolution of the way businesses operate, cross-industry and across the globe, one invariable has surfaced with such strength to make it undeniable in the game plan of any strategy fit for survival. That constant is the customer. Many of a company's critical success factors, in any business segment, relate to the customer: customer retention, satisfaction, loyalty, etc. Businesses serve customers, and so do a business's processes, mapped or unmapped. The most effective way to categorize processes is in a manner that visualizes convergence to what is core for a company. It is the value chain, beginning with the customer in mind, and ending with the fulfillment of that customer, that becomes the core or the centerpiece of the Enterprise Process Map. (See figure 5) Fig. 5: Company Z Enterprise Process Map Company Z has what may be viewed as several different perspectives or "cuts" baked into their Enterprise Process Map. It has divided its processes into three main categories (top, middle, and bottom) of Management Processes, the Core Value Chain and Supporting Processes. The Core category begins with Corporate Marketing (which contains the activities of beginning to engage customers) and ends with Customer Service Management. Within the value chain, this company has divided into the focus areas of their two primary business lines, Foods and Beverages. Does this mean that areas, such as Strategy, Information Management or Project Management are not as important as those in the Core category? No! In some cases, though, depending on the organization's understanding of high-level BPM concepts, use of category names, such as "Core," "Management" or "Support," can be a touchy subject. What is important to understand, is that no matter the nomenclature chosen, the Core processes are those that drive directly to customer value, Support processes are those which make the Core processes possible to execute, and Management Processes are those which steer and influence the Core. Some common terms for these three basic categorizations are Core, Customer Fulfillment, Customer Relationship Management, Governing, Controlling, Enabling, Support, etc. End-to-end versus Functional Processes Every high and low level of process: function, task, activity, process/work step (whatever an organization calls it), should add value to the flow of business in an organization. Suppose that within the process "Deliver package," there is a documented task titled "Stop for ice cream." It doesn't take a process expert to deduce the room for improvement. Though stopping for ice cream may create gain for the one person performing it, it likely benefits neither the organization nor, more importantly, the customer. In most cases, "Stop for ice cream" wouldn't make it past the first pass of To-Be process development. What would make the cut, however, would be a flow of tasks that, each having their own value add, build up to greater and greater levels of process objective. In this case, those tasks would combine to achieve a status of "package delivered." Figure 3 shows a simple example: Just as the package can only be delivered (outcome of the process) without first being retrieved, loaded, and the travel destination reached (outcomes of the process steps), some higher level of process "Play Practical Joke" (e.g., main process or process area) cannot be completed until a package is delivered. It seems that isolated or functionally separated processes, such as "Deliver Package" (shown in Figure 6), are necessary, but are always part of a bigger value chain. Each of these individual processes must be analyzed within the context of that value chain in order to ensure successful end-to-end process performance. For example, this company's "Create Joke Package" process could be operating flawlessly and efficiently, but if a joke is never developed, it cannot be created, so the end-to-end process breaks. Fig. 6: End to End Process Construction That being recognized, it is clear that processes must be viewed as end-to-end, customer-to-customer, and in the context of company strategy. But as can also be seen from the previous example, these vital end-to-end processes cannot be built without the functionally oriented building blocks. Without one, the other cannot be had, or at least not in a complete and organized fashion. As it turns out, but not discussed in depth here, the process modeling effort, BPM organizational development, and comprehensive coverage cannot be fully realized without a semi-functional, process-oriented approach. Then, an Enterprise Process Map should be concerned with both views, the building blocks, and access points to the business-critical end-to-end processes, which they construct. Without the functional building blocks, all streams of work needed for any business transformation would be lost mess of process disorganization. End-to-end views are essential for utilization in optimization in context, understanding customer impacts, base-lining all project phases and aligning objectives. Including both views on an Enterprise Process Map allows management to understand the functional orientation of the company's processes, while still providing access to end-to-end processes, which are most valuable to them. (See figures 7 and 8). Fig. 7: Simplified Enterprise Process Map with end-to-end Access Point The above examples show two unique ways to achieve a successful Enterprise Process Map. The first example is a simple map that shows a high level set of process areas and a separate section with the end-to-end processes of concern for the organization. This particular map is filtered to show just one vital end-to-end process for a project-specific focus. Fig. 8: Detailed Enterprise Process Map showing connected Functional Processes The second example shows a more complex arrangement and categorization of functional processes (the names of each process area has been removed). The end-to-end perspective is achieved at this level through the connections (interfaces at lower levels) between these functional process areas. An important point to note is that the organization of these two views of the Enterprise Process Map is dependent, in large part, on the orientation of its audience, and the complexity of the landscape at the highest level. If both are not apparent, the Enterprise Process Map is missing an opportunity to serve as a holistic, high-level view. Conclusion In the world of BPM, and specifically regarding Enterprise Process Maps, a picture can be worth as many words as the thought and effort that is put into it. Enterprise Process Maps alone cannot change an organization, but they serve more purposes than initially meet the eye, and therefore must be designed in a way that enables a BPM mindset, business process understanding and business transformation efforts. Every Enterprise Process Map will and should be different when looking across organizations. Its design will be driven by company strategy, a level of customer focus, and functional versus end-to-end orientations. This high-level description of the considerations of the Enterprise Process Maps is not a prescriptive "how to" guide. However, a company attempting to create one may not have the practical BPM experience to truly explore its options or impacts to the coming work of business process transformation. The biggest takeaway is that process modeling, at all levels, is a science and an art, and art is open to interpretation. It is critical that the modeler of the highest level of process mapping be a cognoscente of the message he is delivering and the factors at hand. Without sufficient focus on the design of the Enterprise Process Map, an entire BPM effort may suffer. For additional information please check: Oracle Business Process Management.

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  • What are the most commonly used enterprise Java technologies, and what would you want a non technical audience to understand about them?

    - by overstood
    I have been asked to give a presentation to a non-technical audience on what Java technologies are currently being used in the enterprise world. The goal is to give this non-technical audience the background they need to understand what engineers are talking about. It's part of a broader series of talks that I'm giving. I'm primarily a .NET and C++ dev, so I thought I'd try to get some input from some Java devs. What technologies do you use? What Java related acronyms would you like to be able to use around non-coders? What would you like non-coders to understand about them?

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  • Oracle Enterprise Manager content at Collaborate 12 - the only user-driven and user-run Oracle conference

    - by Anand Akela
    From April 22-26, 2012, Oracle takes Las Vegas. Thousands of Oracle professionals will descend upon the Mandalay Bay Convention Center for a weeks worth of education sessions, networking opportunities and more, at the only user-driven and user-run Oracle conference - COLLABORATE 12. This is one of the best opportunities for you to learn more about Oracle technology including Oracle Enterprise Manager. Here is a summary of an impressive line-up of Oracle Enterprise Manager related content at COLLABORATE 12. Customer Presentations Stability in Real World with SQL Plan Management Upgrading to Oracle Enterprise Manager 12c - Best Practices Making OEM Sing and Dance with EMCLI Oracle Real Application Testing: A look under the hood Optimizing Oracle E-Business Suite on Exadata Experiences with OracleVM 3 and Grid Control in an Oracle BIEE environment. Right Cloud-- How to Avoid the False Cloud by using Oracle Technologies Forgetting something? Standarize your database monitoring environment with Enterprise Manager 11g Implementing E-Business Suite R12 in a Federal Cloud - Lessons Learned Cloud Computing Boot Camp: New DBA Features in Oracle Enterprise Manager Cloud Control 12c Oracle Enterprise Manager 12c, Whats Changed, Whats New? Monitoring a WebCenter Content Deployment with Enterprise Manager Enterprise Manager 12c Cloud Control: New Features and Best Practices (for IOUG registrants only) Oracle Presentations Roadmap Session: Total Cloud Control with Oracle Enterprise Manager 12c Real World Performance (complimentary for IOUG registrants only) Database-as-a-Service: Enterprise Cloud in Three Simple Steps Bullet-proof Your Enterprise, SOA & Cloud Investments Using Oracle Enterprise Gateway What’s New for Oracle WebLogic Management: Capabilities that Scripting Cannot Provide Exadata Boot Camp: Complete Oracle Exadata Management with Oracle Enterprise Manager Stay connected with  Oracle Enterprise Manager   :  Twitter | Facebook | YouTube | Linkedin | Newsletter

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  • Podcast Show Notes: Evolving Enterprise Architecture

    - by Bob Rhubart
    The latest series of ArchBeat podcast programs grew out of another virtual meet-up, held on March 11. As with previous meet-ups, I sent out a general invitation to the roster of previous ArchBeat panelists to join me on Skype to talk about whatever topic comes up. For this event, Oracle ACE Directors Mike van Alst and Jordan Braunstein  showed up, along with Oracle product manager Jeff Davies.  The result was an impressive and wide-ranging discussion on the evolution of Enterprise Architecture, the role of technology in EA, the impact of social computing, and challenge of having three generations of IT people at work in the enterprise – each with different perspectives on technology. Mike, Jordan, and Jeff talked for more than an hour, and the conversation was so good that slicing and dicing it to meet the time constraints for these podcasts has been a challenge. The first two segments of the conversation are now available. Listen to Part 1 Listen to Part 2 Part 3 will go live next week, and an unprecedented fourth segment will follow. These guys have strong opinions, and while there is common ground, they don’t always agree. But isn’t that what a community is all about? I suspect that you’ll have questions and comments after listening, so I encourage you to reach out to Mike, Jordan, and Jeff  via the following links: Mike van Alst Blog | Twitter | LinkedIn | Business |Oracle Mix | Oracle ACE Profile Jordan Braunstein Blog | Twitter | LinkedIn | Business | Oracle Mix | Oracle ACE Profile Jeff Davies Homepage | Blog | LinkedIn | Oracle Mix (Also check out Jeff’s book: The Definitive Guide to SOA: Oracle Service Bus)   Coming Soon ArchBeat’s microphones were there for the panel discussions at the recent Oracle Technology Network Architect Days in Dallas and Anaheim. Excerpts from those conversations will be available soon. Stay tuned: RSS Technorati Tags: oracle,otn,enterprise architecture,podcast. arch2arch,archbeat del.icio.us Tags: oracle,otn,enterprise architecture,podcast. arch2arch,archbeat

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  • Managing Social Relationships for the Enterprise – Part 1

    - by kellsey.ruppel
    By Reggie Bradford, Senior Vice President, Oracle  Today, Mark Hurd, President of Oracle, Thomas Kurian, Executive Vice President of Oracle and I discussed the strategic importance of how social media is impacting the enterprise and how it is changing the way customers, prospects employees and investors interact with brands worldwide.  Oracle understands that the consumer is in control and as such, brands must evolve and change to meet growing needs. In addition, according to social media thought leader and Analyst from Altimeter Group, Jeremiah Owyang, companies now average 178 corporate-owned social media accounts. When Oracle added leading social marketing, listening analytics and development tools from Vitrue, Collective Intellect and Involver to its Oracle’s Cloud Services Suite we went beyond providing a single set of tools. We developed an entire framework to include a comprehensive social relationship management suite to help companies move beyond the social enterprise and achieve the social-enabled enterprise.  The fundamental shift from transaction to engagement means that enterprises need not only a social strategy, but should also ensure that the information and data received from social initiatives flow back to marketing, sales, support and service. Doing so enables companies to deliver a proactive and compelling experience and provides analytics to turn engagement into opportunity – and ultimately that opportunity into revenue.  On September 13, 2012, I am delighted to sit down with Jeremiah to further the discussion about how enterprises are addressing social media strategies and managing content.  In addition, we will be taking your questions after the webinar via Twitter (@Oracle, @ReggieBradford, @cfinn, @jowyang). Use #oracle and #socbiz to submit questions and follow the conversation. I look forward to speaking with you and answering your questions online.  For more information about becoming a social-enabled enterprise, visit www.oracle.com/social. And don’t miss the insights of other social business thought leaders at www.oracle.com/goto/socialbusiness.

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  • Enterprise Manager Grid Control licencelése

    - by Lajos Sárecz
    Gyakran kapok kérdéseket az Oracle Enterprise Manager Grid Control licencelésével kapcsolatban, ezért az alábbiakban igyekszem összefoglalni a legfontosabb információkat. Az alábbi ismerteto nem teljes köru, mivel számos olyan termék van (Data Masking, Real Application Testing, Real User Experience Insight, Application Testing Suite), melyek kapcsolódnak az Enterprise Manager-hez, azonban licencelésük másképp muködik. Az Enterprise Manager licenceléssel kapcsolatban az elsodleges információ forrás a Licensing Information doksi. A legfontosabb információk: - A Grid Control keretrendszer (Agent-ek és a konzol az alapfunkciókkal - lásd késobb) önmagában ingyenes, sot restricted-use licencet tartalmaz Oracle Database-re, amennyiben azt csak az Oracle Management Repository céljára használják. Fontos, hogy ez nem tartalmaz egyéb Oracle Database opciókat, mint például a RAC! Hasonlóképpen az Oracle WebLogic Server is kizárólagosan az Oracle Management Server kiszolgálására használható ingyenesen, de fürtözés nélkül. - A Grid Control alapfunkcionalitása: Discovery, Groups, Job Scheduling, Real time availability, Performance & monitoring, Target Home Pages, Administration, Console alerts - Az alapfunkcionalitás felügyelt termékektol függoen bovítheto Management Pack, Plug-in és Connector termékekkel. Alapvetoen ezek licencelése mindig a monitorozott, felügyelt termék licenceléséhez kell, hogy igazodjon. Tehát például ha 2 adatbázis szerverre szeretnénk Diagnostic Pack-ek használni, akkor mindkettore kell CPU vagy NUP (Named User Plus) licencet vásárolni, attól függoen az adatbázis maga milyen licenccel rendelkezik. Megjegyzem ezt a konkrét Management Pack-ek kizárólag Enterprise Edition Database esetén lehet alkalmazni. - Számos fizetos funkció külön telepítés nélkül is elérheto a Grid Control felületén (ugyanez igaz Database Control-ra és Fusion Middleware Control-ra is). Hogy elkerüljük a licenc sértést, érdemes ellenorízni hogy az adott környezetben mely Management Pack-ek használata került bekapcsolásra. Ezt a Grid Control Setup menüjében a Management Pack Access almenüben tehetjük meg legegyszerubben. Részleteseb leírás itt található. Database Diagnostic és Tuning Pack adatbázis szintu kikapcsolására is lehetoség van, hogy parancssorból se lehessen használni oket, errol korábban már írtam. Az egyes management termékek USD ára megtalálható az árlistában. Ha valami fontos kimaradt, várom a kérdéseket, hozzászólásokat, és igény szerint bovítem a fentieket.

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  • Major Analyst Report Chooses Oracle As An ECM Leader

    - by brian.dirking(at)oracle.com
    Oracle announced that Gartner, Inc. has named Oracle as a Leader in its latest "Magic Quadrant for Enterprise Content Management" in a press release issued this morning. Gartner's Magic Quadrant reports position vendors within a particular quadrant based on their completeness of vision and ability to execute. According to Gartner, "Leaders have the highest combined scores for Ability to Execute and Completeness of Vision. They are doing well and are prepared for the future with a clearly articulated vision. In the context of ECM, they have strong channel partners, presence in multiple regions, consistent financial performance, broad platform support and good customer support. In addition, they dominate in one or more technology or vertical market. Leaders deliver a suite that addresses market demand for direct delivery of the majority of core components, though these are not necessarily owned by them, tightly integrated, unique or best-of-breed in each area. We place more emphasis this year on demonstrated enterprise deployments; integration with other business applications and content repositories; incorporation of Web 2.0 and XML capabilities; and vertical-process and horizontal-solution focus. Leaders should drive market transformation." "To extend content governance and best practices across the enterprise, organizations need an enterprise content management solution that delivers a broad set of functionality and is tightly integrated with business processes," said Andy MacMillan, vice president, Product Management, Oracle. "We believe that Oracle's position as a Leader in this report is recognition of the industry-leading performance, integration and scalability delivered in Oracle Enterprise Content Management Suite 11g." With Oracle Enterprise Content Management Suite 11g, Oracle offers a comprehensive, integrated and high-performance content management solution that helps organizations increase efficiency, reduce costs and improve content security. In the report, Oracle is grouped among the top three vendors for execution, and is the furthest to the right, placing Oracle as the most visionary vendor. This vision stems from Oracle's integration of content management right into key business processes, delivering content in context as people need it. Using a PeopleSoft Accounts Payable user as an example, as an employee processes an invoice, Oracle ECM Suite brings that invoice up on the screen so the processor can verify the content right in the process, improving speed and accuracy. Oracle integrates content into business processes such as Human Resources, Travel and Expense, and others, in the major enterprise applications such as PeopleSoft, JD Edwards, Siebel, and E-Business Suite. As part of Oracle's Enterprise Application Documents strategy, you can see an example of these integrations in this webinar: Managing Customer Documents and Marketing Assets in Siebel. You can also get a white paper of the ROI Embry Riddle achieved using Oracle Content Management integrated with enterprise applications. Embry Riddle moved from a point solution for content management on accounts payable to an infrastructure investment - they are now using Oracle Content Management for accounts payable with Oracle E-Business Suite, and for student on-boarding with PeopleSoft e-Campus. They continue to expand their use of Oracle Content Management to address further use cases from a core infrastructure. Oracle also shows its vision in the ability to deliver content optimized for online channels. Marketers can use Oracle ECM Suite to deliver digital assets and offers as part of an integrated campaign that understands website visitors and ensures that they are given the most pertinent information and offers. Oracle also provides full lifecycle management through its built-in records management. Companies are able to manage the lifecycle of content (both records and non-records) through built-in retention management. And with the integration of Oracle ECM Suite and Sun Storage Archive Manager, content can be routed to the appropriate storage media based upon content type, usage data or other business rules. This ensures that the most accessed content is instantly available, and archived content is stored on a more appropriate medium like tape. You can learn more in this webinar - Oracle Content Management and Sun Tiered Storage. If you are interested in reading more about why Oracle was chosen as a Leader, view the Gartner Magic Quadrant for Enterprise Content Management.

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  • Role based access control in Oracle VM using Enterprise Manager 12c

    - by Ronen Kofman
    Enterprise Managers let’s you control any element in the environment and define which users can do what on each element. We will show here an example on how to set up RBAC (Role Base Access Control) for Oracle VM using Enterprise Manager, this will be a very simplified explanation  to help you get going. For more comprehensive explanations please refer to the Enterprise Manager User Guide. OK, first some basic Enterprise Manager terminology: Target – any element in the environment is a target – server, pool, zone, VM etc. Administrators – these are the Enterprise Manager users who can login to the platform. Roles – roles are privilege profiles which could be applied to Administrators. The first step will be to discover the virtual environment and bring it in to Enterprise Manager, this process is simple and can be done in two ways: Work on your Oracle VM manager, set it up until you feel comfortable and then register it in Enterprise Manager Use Enterprise Manager and build it all from there. In both cases we will be able to see the same picture from Oracle VM and from Enterprise Manager, any change made in one will be reflected in the other. Oracle VM Manager: Enterprise Manager: Once you have your virtual environment set up in Enterprise Manager it is time to start associating VMs with users (or Administrators as they are called in Enterprise Manager). Enterprise Manager allows us to connect to multiple different identity services and import users from them but the simplest way to add Administrators is just go to setup->security->Administrators and create new Administrator. The creation wizard will walk you through several stages and allow you to assign role(s) to your newly created Administrator, using roles can really shorten the process if done multiple times. When you get to “Target Privileges” stage, scroll down to the bottom to the “Target Privileges” section. In this section you can add targets (virtual machine in our case) and define the type of privileges you would like to assign to the Administrator which you are creating. In this example I chose one of the VMs and granted full privileges to the newly created Administrator. Administrator creation wizard "Target Privileges": Now when you login as the newly created administrator, you will only see the VM that was assign to you and will be able to have full control over it. That’s it, simple and straight forward, Enterprise Manager offers many more things which I skipped here but the point is that if you need role based access control Enterprise Manager can give it to you in a very easy way. Oh and one more thing, virtualization management in Enterprise Manager has no license cost, sweet.

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  • Five Key Trends in Enterprise 2.0 for 2011

    - by kellsey.ruppel(at)oracle.com
    We recently sat down with Andy MacMillan, an industry veteran and vice president of product management for Enterprise 2.0 at Oracle, to get his take on the year ahead in Enterprise 2.0 (E2.0). He offered us his five predictions about the ways he believes E2.0 technologies will transform business in 2011. 1. Forward-thinking organizations will achieve an unprecedented level of organizational awareness. Enterprise 2.0 and Web 2.0 technologies have already transformed the ways customers, employees, partners, and suppliers communicate and stay informed. But this year we are anticipating that organizations will go to the next step and integrate social activities with business applications to deliver rich contextual "activity streams." Activity streams are a new way for enterprise users to get relevant information as quickly as it happens, by navigating to that information in context directly from their portal. We don't mean syndicating social activities limited to a single application. Instead, we believe back-office systems will be combined with social media tools to drive how users make informed business decisions in brand new ways. For example, an account manager might log into the company portal and automatically receive notification that colleagues are closing business around a certain product in his market segment. With a single click, he can reach out instantly to these colleagues via social media and learn from their successes to drive new business opportunities in his own area. 2. Online customer engagement will become a high priority for CMOs. A growing number of chief marketing officers (CMOs) have created a new direct report called "head of online"--a senior marketing executive responsible for all engagements with customers and prospects via the Web, mobile, and social media. This new field has been dubbed "Web experience management" or "online customer engagement" by firms and analyst organizations. It is likely to rapidly increase demand for a host of new business objectives and metrics from Web content management solutions. As companies interface with customers more and more over the Web, Web experience management solutions will help deliver more targeted interactions to ensure increased customer loyalty while meeting sales and business objectives. 3. Real composite applications will be widely adopted. We expect organizations to move from the concept of a single "uber-portal" that encompasses all the necessary features to a more modular, component-based concept for composite applications. This approach is now possible as IT and power users are empowered to assemble new, purpose-built composite applications quickly from existing components. 4. Records management will drive ECM consolidation. We continue to see a significant shift in the approach to records management. Several years ago initiatives were focused on overlaying records management across a set of electronic repositories and physical storage locations. We believe federated records management will continue, but we also expect to see records management driving conversations around single-platform content management consolidation. 5. Organizations will demand ECM at extreme scale. We have already seen a trend within IT organizations to provide a common, highly scalable infrastructure to consolidate and support content and information needs. But as data sizes grow exponentially, ECM at an extreme scale is likely to spread at unprecedented speeds this year. This makes sense as regulations and transparency requirements rise. The model in which ECM and lightweight CMS systems provide basic content services such as check-in, update, delete, and search has converged around a set of industry best practices and has even been coded into new industry standards such as content management interoperability services. As these services converge and the demand for them accelerates, organizations are beginning to rationalize investments into a single, highly scalable infrastructure. Is your organization ready for Enterprise 2.0 in 2011? Learn more.

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  • Why do enterprise app programmers get higher salaries than web programmers

    - by jpartogi
    I am an enterprise app programmer, mainly using Java, but now I want to move into web programming and build websites that are visited by millions of users. But what is surprising to me is that the salary level is so much different. A Java programmer seems to get a higher salary than a web programmer. Why is this so? Is it perceived that Java/enterprise applications are more difficult, thus the programmers get a higher salary?

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  • How stable are Single Page Application (SPA) build with Microsoft .Net for enterprise application [on hold]

    - by Husrat Mehmood
    Imagine a situation where you have your data loading to your application via REST Api,you are building a responsive application(ajax request) for an Enterprise. What potential problems might I run into for a single page application(SPA) using Microsoft Asp.Net Web application build using MVC template? Are there advantages to just designing a multi-page application using asp.net mvc 5 remember I am using SPA for an Enterprise Application where there are role based views for the users.?

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  • Hot off the press : Latest Release of Oracle Enterprise Manager 12c (R4)

    - by Pankaj
    Read more here about the PRESS RELEASE:  Oracle Delivers Latest Release of Oracle Enterprise Manager 12c Richer Service Catalog for Database and Middleware as a Service; Enhanced Database and Middleware Management Help Drive Enterprise-Scale Private Cloud Adoption In coming weeks  , i will be covering latest topics like : DbaaS Service Catalog incorporating High Availability and Disaster Recovery New Rapid Start kit Other new Features  Stay Tuned !

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  • Managing Social Relationships for the Enterprise – Part 2

    - by Michael Snow
    12.00 Normal 0 false false false EN-US X-NONE X-NONE /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-priority:99; mso-style-qformat:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin-top:0in; mso-para-margin-right:0in; mso-para-margin-bottom:10.0pt; mso-para-margin-left:0in; line-height:115%; mso-pagination:widow-orphan; font-size:10.0pt; font-family:"Calibri","sans-serif"; mso-fareast-font-family:Calibri; mso-bidi-font-family:"Times New Roman";} Reggie Bradford, Senior Vice President, Oracle  On September 13, 2012, I sat down with Altimeter Analyst Jeremiah Owyang to talk about how enterprise businesses are approaching the management of both their social media strategies and internal structures. There’s no longer any question as to whether companies are adopting social full throttle. That’s exactly the way it should be, because it’s a top online behavior across all age groups. For your consumers, it’s an ingrained, normal form of communication. And beyond connecting with friends, social users are reaching out for information and service from brands. Jeremiah tells us 29% of Twitter followers follow a brand and 58% of Facebook users have “Liked” a brand. Even on the B2B side, people act on reviews and recommendations. Just as in the early 90’s we saw companies move from static to dynamic web sites, businesses of all sizes are moving from just establishing a social presence to determining effective and efficient ways to use it. I like to say we’re in the 2nd or 3rd inning of a 9-inning game. Corporate social started out as a Facebook page, it’s multiple channels servicing customers wherever they are. Social is also moving from merely moderating to analyzing so that the signal can be separated from the noise, so that impactful influencers can be separated from other users. Organizationally, social started with the marketers. Now we’re getting into social selling, commerce, service, HR, recruiting, and collaboration. That’s Oracle’s concept of enterprise social relationship management, a framework to extend social across the entire organization real-time in as holistic a way as possible. Social requires more corporate coordination than ever before. One of my favorite statistics is that the average corporation at enterprise has 178 social accounts, according to Altimeter. Not all of them active, not all of them necessary, but 178 of them. That kind of fragmentation creates risk, so the smarter companies will look for solutions (as opposed to tools) that can organize, scale and defragment, as well as quickly integrate other networks and technologies that will come along. Our conversation goes deep into the various corporate social structures we’re seeing, as well as the advantages and disadvantages of each. There are also a couple of great examples of how known brands used an integrated, holistic approach to achieve stated social goals. What’s especially exciting to me is the Oracle SRM framework for the enterprise provides companywide integration into one seamless system. This is not a dream. This is going to have substantial business impact in the next several years.

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  • Oracle Enterprise Manager 11g Application Management Suite for Oracle E-Business Suite Now Available

    - by chung.wu
    Oracle Enterprise Manager 11g Application Management Suite for Oracle E-Business Suite is now available. The management suite combines features that were available in the standalone Application Management Pack for Oracle E-Business Suite and Application Change Management Pack for Oracle E-Business Suite with Oracle's market leading real user monitoring and configuration management capabilities to provide the most complete solution for managing E-Business Suite applications. The features that were available in the standalone management packs are now packaged into Oracle E-Business Suite Plug-in 4.0, which is now fully certified with Oracle Enterprise Manager 11g Grid Control. This latest plug-in extends Grid Control with E-Business Suite specific management capabilities and features enhanced change management support. In addition, this latest release of Application Management Suite for Oracle E-Business Suite also includes numerous real user monitoring improvements. General Enhancements This new release of Application Management Suite for Oracle E-Business Suite offers the following key capabilities: Oracle Enterprise Manager 11g Grid Control Support: All components of the management suite are certified with Oracle Enterprise Manager 11g Grid Control. Built-in Diagnostic Ability: This release has numerous major enhancements that provide the necessary intelligence to determine if the product has been installed and configured correctly. There are diagnostics for Discovery, Cloning, and User Monitoring that will validate if the appropriate patches, privileges, setups, and profile options have been configured. This feature improves the setup and configuration time to be up and operational. Lifecycle Automation Enhancements Application Management Suite for Oracle E-Business Suite provides a centralized view to monitor and orchestrate changes (both functional and technical) across multiple Oracle E-Business Suite systems. In this latest release, it provides even more control and flexibility in managing Oracle E-Business Suite changes.Change Management: Built-in Diagnostic Ability: This latest release has numerous major enhancements that provide the necessary intelligence to determine if the product has been installed and configured correctly. There are diagnostics for Customization Manager, Patch Manager, and Setup Manager that will validate if the appropriate patches, privileges, setups, and profile options have been configured. Enhancing the setup time and configuration time to be up and operational. Customization Manager: Multi-Node Custom Application Registration: This feature automates the process of registering and validating custom products/applications on every node in a multi-node EBS system. Public/Private File Source Mappings and E-Business Suite Mappings: File Source Mappings & E-Business Suite Mappings can be created and marked as public or private. Only the creator/owner can define/edit his/her own mappings. Users can use public mappings, but cannot edit or change settings. Test Checkout Command for Versions: This feature allows you to test/verify checkout commands at the version level within the File Source Mapping page. Prerequisite Patch Validation: You can specify prerequisite patches for Customization packages and for Release 12 Oracle E-Business Suite packages. Destination Path Population: You can now automatically populate the Destination Path for common file types during package construction. OAF File Type Support: Ability to package Oracle Application Framework (OAF) customizations and deploy them across multiple Oracle E-Business Suite instances. Extended PLL Support: Ability to distinguish between different types of PLLs (that is, Report and Forms PLL files). Providing better granularity when managing PLL objects. Enhanced Standard Checker: Provides greater and more comprehensive list of coding standards that are verified during the package build process (for example, File Driver exceptions, Java checks, XML checks, SQL checks, etc.) HTML Package Readme: The package Readme is in HTML format and includes the file listing. Advanced Package Search Capabilities: The ability to utilize more criteria within the advanced search package (that is, Public, Last Updated by, Files Source Mapping, and E-Business Suite Mapping). Enhanced Package Build Notifications: More detailed information on the results of a package build process. Better, more detailed troubleshooting guidance in the event of build failures. Patch Manager:Staged Patches: Ability to run Patch Manager with no external internet access. Customer can download Oracle E-Business Suite patches into a shared location for Patch Manager to access and apply. Supports highly secured production environments that prohibit external internet connections. Support for Superseded Patches: Automatic check for superseded patches. Allows users to easily add superseded patches into the Patch Run. More comprehensive and correct Patch Runs. Removes many manual and laborious tasks, frees up Apps DBAs for higher value-added tasks. Automatic Primary Node Identification: Users can now specify which is the "primary node" (that is, which node hosts the Shared APPL_TOP) during the Patch Run interview process, available for Release 12 only. Setup Manager:Preview Extract Results: Ability to execute an extract in "proof mode", and examine the query results, to determine accuracy. Used in conjunction with the "where" clause in Advanced Filtering. This feature can provide better and more accurate fine tuning of extracts. Use Uploaded Extracts in New Projects: Ability to incorporate uploaded extracts in new projects via new LOV fields in package construction. Leverages the Setup Manager repository to access extracts that have been uploaded. Allows customer to reuse uploaded extracts to provision new instances. Re-use Existing (that is, historical) Extracts in New Projects: Ability to incorporate existing extracts in new projects via new LOV fields in package construction. Leverages the Setup Manager repository to access point-in-time extracts (snapshots) of configuration data. Allows customer to reuse existing extracts to provision new instances. Allows comparative historical reporting of identical APIs, executed at different times. Support for BR100 formats: Setup Manager can now automatically produce reports in the BR100 format. Native support for industry standard formats. Concurrent Manager API Support: General Foundation now provides an API for management of "Concurrent Manager" configuration data. Ability to migrate Concurrent Managers from one instance to another. Complete the setup once and never again; no need to redefine the Concurrent Managers. User Experience Management Enhancements Application Management Suite for Oracle E-Business Suite includes comprehensive capabilities for user experience management, supporting both real user and synthetic transaction based user monitoring techniques. This latest release of the management suite include numerous improvements in real user monitoring support. KPI Reporting: Configurable decimal precision for reporting of KPI and SLA values. By default, this is two decimal places. KPI numerator and denominator information. It is now possible to view KPI numerator and denominator information, and to have it available for export. Content Messages Processing: The application content message facility has been extended to distinguish between notifications and errors. In addition, it is now possible to specify matching rules that can be used to refine a selected content message specification. Note this is only available for XPath-based (not literal) message contents. Data Export: The Enriched data export facility has been significantly enhanced to provide improved performance and accessibility. Data is no longer stored within XML-based files, but is now stored within the Reporter database. However, it is possible to configure an alternative database for its storage. Access to the export data is through SQL. With this enhancement, it is now more easy than ever to use tools such as Oracle Business Intelligence Enterprise Edition to analyze correlated data collected from real user monitoring and business data sources. SNMP Traps for System Events: Previously, the SNMP notification facility was only available for KPI alerting. It has now been extended to support the generation of SNMP traps for system events, to provide external health monitoring of the RUEI system processes. Performance Improvements: Enhanced dashboard performance. The dashboard facility has been enhanced to support the parallel loading of items. In the case of dashboards containing large numbers of items, this can result in a significant performance improvement. Initial period selection within Data Browser and reports. The User Preferences facility has been extended to allow you to specify the initial period selection when first entering the Data Browser or reports facility. The default is the last hour. Performance improvement when querying the all sessions group. Technical Prerequisites, Download and Installation Instructions The Linux version of the plug-in is available for immediate download from Oracle Technology Network or Oracle eDelivery. For specific information regarding technical prerequisites, product download and installation, please refer to My Oracle Support note 1224313.1. The following certifications are in progress: * Oracle Solaris on SPARC (64-bit) (9, 10) * HP-UX Itanium (11.23, 11.31) * HP-UX PA-RISC (64-bit) (11.23, 11.31) * IBM AIX on Power Systems (64-bit) (5.3, 6.1)

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  • Cloud MBaaS : The Next Big Thing in Enterprise Mobility

    - by shiju
    In this blog post, I will take a look at Cloud Mobile Backend as a Service (MBaaS) and how we can leverage Cloud based Mobile Backend as a Service for building enterprise mobile apps. Today, mobile apps are incredibly significant in both consumer and enterprise space and the demand for the mobile apps is unbelievably increasing in day to day business. An enterprise can’t survive in business without a proper mobility strategy. A better mobility strategy and faster delivery of your mobile apps will give you an extra mileage for your business and IT strategy. So organizations and mobile developers are looking for different strategy for meeting this demand and adopting different development strategy for their mobile apps. Some developers are adopting hybrid mobile app development platforms, for delivering their products for multiple platforms, for fast time-to-market. Others are adopting a Mobile enterprise application platform (MEAP) such as Kony for their enterprise mobile apps for fast time-to-market and better business integration. The Challenges of Enterprise Mobility The real challenge of enterprise mobile apps, is not about creating the front-end environment or developing front-end for multiple platforms. The most important thing of enterprise mobile apps is to expose your enterprise data to mobile devices where the real pain is your business data might be residing in lot of different systems including legacy systems, ERP systems etc., and these systems will be deployed with lot of security restrictions. Exposing your data from the on-premises servers, is not a easy thing for most of the business organizations. Many organizations are spending too much time for their front-end development strategy, but they are really lacking for building a strategy on their back-end for exposing the business data to mobile apps. So building a REST services layer and mobile back-end services, on the top of legacy systems and existing middleware systems, is the key part of most of the enterprise mobile apps, where multiple mobile platforms can easily consume these REST services and other mobile back-end services for building mobile apps. For some mobile apps, we can’t predict its user base, especially for products where customers can gradually increase at any time. And for today’s mobile apps, faster time-to-market is very critical so that spending too much time for mobile app’s scalability, will not be worth. The real power of Cloud is the agility and on-demand scalability, where we can scale-up and scale-down our applications very easily. It would be great if we could use the power of Cloud to mobile apps. So using Cloud for mobile apps is a natural fit, where we can use Cloud as the storage for mobile apps and hosting mechanism for mobile back-end services, where we can enjoy the full power of Cloud with greater level of on-demand scalability and operational agility. So Cloud based Mobile Backend as a Service is great choice for building enterprise mobile apps, where enterprises can enjoy the massive scalability power of their mobile apps, provided by public cloud vendors such as Microsoft Windows Azure. Mobile Backend as a Service (MBaaS) We have discussed the key challenges of enterprise mobile apps and how we can leverage Cloud for hosting mobile backend services. MBaaS is a set of cloud-based, server-side mobile services for multiple mobile platforms and HTML5 platform, which can be used as a backend for your mobile apps with the scalability power of Cloud. The information below provides the key features of a typical MBaaS platform: Cloud based storage for your application data. Automatic REST API services on the application data, for CRUD operations. Native push notification services with massive scalability power. User management services for authenticate users. User authentication via Social accounts such as Facebook, Google, Microsoft, and Twitter. Scheduler services for periodically sending data to mobile devices. Native SDKs for multiple mobile platforms such as Windows Phone and Windows Store, Android, Apple iOS, and HTML5, for easily accessing the mobile services from mobile apps, with better security.  Typically, a MBaaS platform will provide native SDKs for multiple mobile platforms so that we can easily consume the server-side mobile services. MBaaS based REST APIs can use for integrating to enterprise backend systems. We can use the same mobile services for multiple platform so hat we can reuse the application logic to multiple mobile platforms. Public cloud vendors are building the mobile services on the top of their PaaS offerings. Windows Azure Mobile Services is a great platform for a MBaaS offering that is leveraging Windows Azure Cloud platform’s PaaS capabilities. Hybrid mobile development platform Titanium provides their own MBaaS services. LoopBack is a new MBaaS service provided by Node.js consulting firm StrongLoop, which can be hosted on multiple cloud platforms and also for on-premises servers. The Challenges of MBaaS Solutions If you are building your mobile apps with a new data storage, it will be very easy, since there is not any integration challenges you have to face. But most of the use cases, you have to extract your application data in which stored in on-premises servers which might be under VPNs and firewalls. So exposing these data to your MBaaS solution with a proper security would be a big challenge. The capability of your MBaaS vendor is very important as you have to interact with your legacy systems for many enterprise mobile apps. So you should be very careful about choosing for MBaaS vendor. At the same time, you should have a proper strategy for mobilizing your application data which stored in on-premises legacy systems, where your solution architecture and strategy is more important than platforms and tools.  Windows Azure Mobile Services Windows Azure Mobile Services is an MBaaS offerings from Windows Azure cloud platform. IMHO, Microsoft Windows Azure is the best PaaS platform in the Cloud space. Windows Azure Mobile Services extends the PaaS capabilities of Windows Azure, to mobile devices, which can be used as a cloud backend for your mobile apps, which will provide global availability and reach for your mobile apps. Windows Azure Mobile Services provides storage services, user management with social network integration, push notification services and scheduler services and provides native SDKs for all major mobile platforms and HTML5. In Windows Azure Mobile Services, you can write server-side scripts in Node.js where you can enjoy the full power of Node.js including the use of NPM modules for your server-side scripts. In the previous section, we had discussed some challenges of MBaaS solutions. You can leverage Windows Azure Cloud platform for solving many challenges regarding with enterprise mobility. The entire Windows Azure platform can play a key role for working as the backend for your mobile apps where you can leverage the entire Windows Azure platform for your mobile apps. With Windows Azure, you can easily connect to your on-premises systems which is a key thing for mobile backend solutions. Another key point is that Windows Azure provides better integration with services like Active Directory, which makes Windows Azure as the de facto platform for enterprise mobility, for enterprises, who have been leveraging Microsoft ecosystem for their application and IT infrastructure. Windows Azure Mobile Services  is going to next evolution where you can expect some exciting features in near future. One area, where Windows Azure Mobile Services should definitely need an improvement, is about the default storage mechanism in which currently it is depends on SQL Server. IMHO, developers should be able to choose multiple default storage option when creating a new mobile service instance. Let’s say, there should be a different storage providers such as SQL Server storage provider and Table storage provider where developers should be able to choose their choice of storage provider when creating a new mobile services project. I have been used Windows Azure and Windows Azure Mobile Services as the backend for production apps for mobile, where it performed very well. MBaaS Over MEAP Recently, many larger enterprises has been adopted Mobile enterprise application platform (MEAP) for their mobile apps. I haven’t worked on any production MEAP solution, but I heard that developers are really struggling with MEAP in different way. The learning curve for a proprietary MEAP platform is very high. I am completely against for using larger proprietary ecosystem for mobile apps. For enterprise mobile apps, I highly recommend to use native iOS/Android/Windows Phone or HTML5  for front-end with a cloud hosted MBaaS solution as the middleware. A MBaaS service can be consumed from multiple mobile apps where REST APIs are using to integrating with enterprise backend systems. Enterprise mobility should start with exposing REST APIs on the enterprise backend systems and these REST APIs can host on Cloud where we can enjoy the power of Cloud for our services. If you are having REST APIs for your enterprise data, then you can easily build mobile frontends for multiple platforms.   You can follow me on Twitter @shijucv

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  • Does UX matter for enterprise software?

    - by Ryan
    I've come to notice that a lot of software that companies use for managing things like time, expenses, setting up phone systems, etc is very non-intuitive from a user experience point of view. I know personally I waste a lot of time just trying to figure out how to navigate these systems, especially if I don't have a co-worker close by who I can bug to help me out. The help files are usually just as bad as the user interface itself. Are companies that complacent or are there just not any comparable enterprise products out there which do the job for these sorts of tasks? It seems that on the consumer side there is plenty of market opportunity for creating better user experiences, but how about for enterprise software? Obviously a certain level of slickness is not going to matter to a company, but when a better UX design translates to time saved, it's hard to argue against that. Edit: I'm not referring to in-house applications, but rather off the shelf systems from large software companies.

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